AbstractThis case study is about Panera Bread Company and its strategy it wishes to employ to become the best brand name of fresh bread in the United States. Panera Bread’s use of a broad differentiation strategy has helped their profitability and growth and rivals have found it hard to compete with the competitiveness of Panera Bread. A SWOT analysis will reveal the competitive advantage Panera Bread has and why this company is in an attractive situation and what Panera Bread must do to strengthen its competitive advantage against rival chains.

Panera Bread StrategyNeighborhoods and cities all around the country are enjoying a tradition of freshly baked artisan breads from Panera Bread bakery-cafes. A driving force behind Panera Bread was to create “a premium specialty bakery and café experience to urban workers and suburban dwellers” (Thompson, Strickland, & Gamble, 2008, pC-87). Heading into 2007, Panera Bread Company’s market presence was expanding rather swiftly. “Between January 1999 and December 2006, close to 850 additional Panera Bread backery-cafés were opened, some company owned and some franchised. Panera Bread reported sales of $829 million and a net income of $58.8 million in 2006. Sales at franchised-operated Panera Bread bakery cafés totaled $1.2 billion in 2006” (Thompson, Strickland, & Gamble, 2008, pC-87). Panera Bread’s strategy was and still is to make great bread and to make it broadly available. Part of that strategy is to make there cafés a home away from home, where people are comfortable and relaxed. What competitive strategy did Panera Bread use t ...

Executive Summary : Avon Products, Inc. (Avon) is based in New York. The firm engages in the manufacture and marketing of beauty and complimentary products primarily in North America, Latin America, Europe, and Asia Pacific (Yahoo Finance, 2005). Avon's products are classified into three product categories: Beauty, Beauty Plus, and Beyond Beauty. The Beauty category consists of cosmetics, fragrances, skin care, and toiletries; Beauty Plus includes fashion jewelry, watches, apparel, and accessories; and Beyond Beauty comprises home products, gift and decorative products, candles, and toys (Ibid). The company sells and markets its products through a combination of direct selling, marketing by independent Avon representatives, and via its consumer Web site, avon.com. This paper will explore how the company is fairing under the leadership of its current CEO, Andrea Jung. There are two opposing views regarding the company's current and future success. One group feels that the firm has a promising future with Jung at the helm while the other group does not. This paper will analyze the pros and cons uncovered by each team member and discuss which view prevailed in the debate and why. Pros of Jung and Avon : Andrea Jung became president and CEO of Avon in 1999 and has totally revamped the company. Under her leadership, the company has updated its product line, launched new advertising, and created a new image (Fact Monster, 2005). Avon's sales have increased by 30 %, profits 40%, and the stock price has dramatically improved (Ibid). Jung's has been able to align the firm's core capabilities with its strategic targets which has lead to phenomenal results. It appears that Jung has been able to establish a clear vision for the firm that has been inc ...